TY - GEN AU - Slack,Nigel AU - Lewis,Michael TI - Operations strategy SN - 97881317252726 (pbk) U1 - 658.5 21 PY - 2012/// CY - U.P. PB - Pearson KW - Production management KW - Strategic planning N1 - Originally published: New York : Financial Times Prentice Hall, 2002; Includes bibliographical references and index; Machine generated contents note: ch. 1 Operations strategy -- developing resources for strategic impact -- Introduction -- Key questions -- Why is operations excellence fundamental to strategic success? -- What is strategy? -- What is operations strategy? -- What is the content of operations strategy? -- operations strategy matrix -- What is the process of operations strategy? -- Summary answers to key questions -- Further reading -- Appendix: the resource-based view of the firm -- Notes on the chapter -- ch. 2 Operations performance -- Introduction -- Key questions -- Operations performance can make or break any organisation -- five generic performance objectives -- relative importance of performance objectives changes over time -- Trade-offs -- are they inevitable? -- Targeting and operations focus -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 3 Substitutes for strategy^^^ Introduction -- `New' approaches to operations -- Key questions -- Total quality management -- Lean operations -- Business process reengineering -- Six stigma -- Some common threads -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 4 Capacity strategy -- Introduction -- What is capacity strategy? -- Key questions -- overall level of operations strategy -- number and size of sites -- Capacity change -- Location of capacity -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 5 Purchasing and supply strategy -- Introduction -- Key questions -- What is purchasing and supply strategy? -- Do or buy? The vertical integration decision -- Contracting and relationships -- Which type of arrangement? -- Supply network dynamics -- Managing suppliers over time -- Purchasing and supply chain risk -- Summary answers to key questions -- Further reading^^^ Notes on the chapter -- ch. 6 Process technology strategy -- Introduction -- Key questions -- What is process technology strategy? -- Scale/scalability -- the capacity of each unit of technology -- Degree of automation/`analytical content' -- what can each unit of technology do? -- Degree of coupling/connectivity -- how much is joined together? -- product-process matrix -- challenges of information technology -- Evaluating process technology -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 7 Improvement strategy -- Introduction -- Key questions -- Development and improvement -- Setting the direction -- Importance-performance mapping -- Developing operations capabilities -- Deploying capabilities in the market -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 8 Product and service development and organisation -- Introduction^^^ Further reading^^^ strategic importance of product and service development -- Key questions -- Product and service development as a process -- market requirements perspective on product and service development -- operations resources perspective on product and service development -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 9 process of operations strategy -- formulation and implementation -- Introduction -- Key questions -- Formulating operations strategy -- What is the role of alignment? -- Analysis for formulation -- challenges to operations strategy formulation -- How do we know when the formulation process is complete? -- Implementing operations strategy -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 10 process of operations strategy -- monitoring and control -- Introduction -- Key questions -- Strategic monitoring and control^^^roduction^^^ Further reading^^^ Monitoring implementation -- tracking performance -- dynamics of monitoring and control -- Implementation risk -- Learning, appropriation and path dependency -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Case studies -- McDonald's Corporation -- Delta Synthetic Fibres (DSF) -- Greenville Operation -- Turnround at the Preston plant -- Disneyland Resort Paris -- Contact Utilities -- IDEO: Service Design -- Ocado versus Tesco.com UR - https://login.proxy.lib.duke.edu/login?url=http://www.loc.gov/catdir/toc/fy033/2002022685.html ER -